An elderly worker together with young workers in the office (Photo: ShutterStock)
The macroeconomic realities and the winds in the tech industry have reshaped the employment patterns and professional aspirations of talents.
Human resource managers recognize the need for stability on the part of employees and create an employer branding policy of internal mobility.
If in the past employees chose to change jobs every year or two in order to improve conditions and gain diverse experience, today employees prefer to establish themselves in the company for a long time and realize their development potential in the organization in the various positions and departments.
A survey by LinkedIn on trends in the labor market in 2022 indicates that internal mobility of employees between positions in the company helps preserve human capital within the organization and prevents talent from leaving.
HR managers also support the trend, and in order to retain employees and knowledge within the organization, they enable internal mobility processes, including training and personal accompaniment to adapt the employee to the new function.
These are not standard promotions, but significant mobility processes that are reflected in differences in the core areas of the position and a transition between different vertical departments.
The desire to advance in one's career is understandable, but the employee's interests, ambitions and dreams will inevitably change over time.
Instead of wandering to other districts, companies try to respond to what employees really want and need in order to stay in the company and be satisfied.
Will the trends in the markets continue to change the labor market and the pace of changing jobs?
How do personnel managers leverage the mobility process to strengthen the corporate culture, and what does all this mean for the future of employer branding?
Win-Win for all parties
Ricky Harel. (Photo: Yifat Rabed)
Ricky Harel
, Human Resources Manager at At-Bay cyber insurance company believes that internal mobility and talent development in the organization are part of the reason talented people join startups, and an integral part of quality employer branding.
"Talent mobility is often a win-win. The employee gets an opportunity to develop and the organization preserves knowledge and skills, with a low risk of mismatch," she said.
"When recruiting for senior positions, the cultural fit will have a high impact on their ability to successfully engage employees, influence the business plan and succeed in the position. One of the most prominent advantages of an internal mobility policy is the familiarity and cultural fit of the talent with the organization. With internal mobility, this risk is significantly reduced. The employee will arrive with greater confidence , since he already has a deep familiarity with the organization, its strengths and weaknesses," continues Harel.
"The main part of the mobility process and what will ensure its success is accompanying the employee in the new position, constant feedback and providing tools for growth such as training for managerial positions, so that the employee will realize his abilities in the new function and grow along with the organization."
A personal and controlled process
Ido Peleg. (Photo: Stampley)
"The pursuit of talent never ends," says
Ido Peleg
, Chief Operating Officer at Stampli Israel. "Organizations and companies are looking for the most talented people, who are sometimes right under their noses.
Redeployment of existing employees will significantly save on the recruitment costs of a new employee, and the organization will benefit from an employee who knows and is connected to the corporate culture, company values, human capital and product and technology.
It is important to make sure that internal mobility takes place in a personal way, in accordance with a specific position, when the personal and professional goals of the employee are in line with the needs of the organization."
"In order for the process to be successful from the point of view of the employee as well as from the point of view of the organization, the process must be carried out in a controlled manner" continues Peleg.
"There must be a high-quality coordination of expectations regarding the needs of the organization, the goals and the main tasks in the position. There may be cases in which training of the employee for the new function will be required. The organization must accompany him when he enters the position to ensure his success and provide the necessary support so that he can realize his personal potential while realizing the company's goals ".
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And what do the employees say?
We talked to employees who moved between different positions to hear firsthand, what do they actually get out of it?
Yaron Dolev
, an employee at Redis, started as a production environment manager and currently serves as a financial operations manager in the finance department: "I started my professional career at Redis about 9 years ago. I was the seventh employee in the company, which was then a small startup. In my first position I managed the production environment and later I was promoted to the position of VP DevOps, a management position in a very significant and critical area for the company.
About a year ago, a position opened up at a site in the USA that interested me very much - Head of Financial Operations. I approached my managers and expressed to them the desire to qualify for this position. The managers immediately realized that this was a win-win opportunity. Although the transition between the positions required a change of perception - from a purely technological occupation For a completely different field, the financial world, it was clear to me that I had a distinct advantage over other candidates from outside the organization: the deep technological familiarity I have with the product and the organizational culture. From the moment I entered the position and throughout the process,
Redis provided me with the infrastructure required to succeed in the new position. Process The overlap was in-depth and it also included two professional courses. They gave me all the tools to succeed. I feel that the change in position is like moving to a new organization, only without the need to prove myself again because everyone already knew me and my abilities."
Maayan Tziz
, works at Novidea, started as a project manager and currently serves as VP of strategy.
"I started my career at Novidea as a manager of implementation projects for the company's customers. In the course of time, I moved on to manage the entire delivery team, which grew at a dizzying pace, as well as the business portfolio and the scope of projects managed with customers around the world. At this point in time, it was clear to me that I wanted to make a change and I was faced with
two Options: either look for my next position elsewhere, or create a new position in a company that I love and believe in. With the guidance and support of the company's management, we built my next position that included new responsibilities. The management team welcomed me with open arms and attentive ears all along the way. Today, As the vice president of strategy for Navidea, I manage a team whose goal is to support the company's global growth.
I believe that employees who are identified with the organization, the brand, the product, are the best ambassadors and marketers.
Companies should encourage internal mobility, allow employees to apply for new jobs and positions that open up throughout the company, and talk with them about the existing development paths." Deborah Idess, works
at
AU10TIX. She started as an analyst and is now a product manager:
"About two years ago I was recruited to the position of Senior Data Analyst where I led processes and diverse projects.
I worked in collaboration with the product management team and saw how working together with engineers, designers and business teams is critical to product development and launch.
With the experience I gained, I began to feel that I wanted to have a more direct influence on the business strategy.
I shared with the managers and in full dialogue I moved to the position of product manager, with the full support of the management.
It allowed me to learn new skills, expand my knowledge in different fields and grow professionally."
Deborah concludes with a recommendation for anyone considering a job change: "Share your long-term career desires and goals with your managers or alternatively your dissatisfaction with the existing job. The change you are hoping for may be right across the hall."
Marketing and digital
Recruitment and career
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human capital
talents
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